230 Irina Menshikova, President, Amway Japan

Previously Irina was Amway Russia Chairman of Liquidation
Committee, Managing Director Russia, Ukraine and Central Asia,
Vice-President Sales and Operations Russia, Director of Sales and
Marketing Oriflame Kazakhstan, Supervisor Reporting Philip Morris
Kazakhstan.  She has an MBA from the University of
Manchester Business School, and a Ph.D. from Bauman Moscow State
Technical University.


 


Summary


Leading effectively in Japan requires a nuanced understanding of
its unique cultural and social dynamics. Irina Menshikova,
President of Amway Japan, emphasizes the importance of patience,
trust-building, and adaptability in navigating the complexities
of Japanese business culture.


One critical factor is understanding Japan's high-context,
consensus-driven culture. Leaders must demonstrate compassion,
transparency, and vulnerability while fostering collaboration.
Building trust is central, achieved through consistent
communication, acknowledgment of past challenges, and a sustained
commitment to resolving issues. Japanese employees value leaders
who listen and create safe spaces for dialogue and innovation.


Menshikova's approach included open dialogue sessions and
one-on-one conversations, which allowed employees to voice their
concerns and suggestions. Strategic workshops were used to
empower middle management and facilitate proactive contributions.
Casual lunches further fostered trust and allowed for informal
yet strategic discussions.


Japanese teams often start with a lower baseline of optimism in
assessments and engagement scores, reflecting cultural tendencies
rather than dissatisfaction. Menshikova navigated this by
focusing on incremental improvements and celebrating progress
rather than making direct comparisons to other markets.


Her leadership style integrated Amway’s core values—freedom,
hope, family, and reward—with the cultural specifics of Japan. By
adapting global principles to local nuances, she rebuilt trust
with employees and distributors. This included leveraging Japan’s
detail-oriented execution strengths while introducing changes in
a culturally sensitive manner.


For female leaders in Japan, Menshikova highlights the importance
of building confidence, balancing priorities, and pursuing
personal aspirations. Many women face societal expectations that
limit their roles to family responsibilities. Educational
programs and corporate support systems, such as flexible work
policies and mentorship opportunities, can help women advance.


Menshikova’s advice to leaders entering Japan is to immerse
themselves in the culture, learn the language, and actively
listen to local teams. Trusting the Japanese approach and
balancing global identity with local relevance is critical.
Leaders should embrace a mindset of experimentation and
adaptability while staying true to the mission of their
organization.


Lastly, Menshikova underscores the value of self-care, including
mindfulness and resilience-building practices, as essential for
sustaining long-term leadership effectiveness.